As many businesses continue to struggle with the latest supply chain issues, including stock and driver shortages, at Manfred Sauer UK we are keen to reassure our customers that they have nothing to worry about.

It’s no secret that the current issues faced when you want to buy a variety of products has come about because of three main factors:

  • The UK economy recovering from the low levels of demand seen during the pandemic more quickly than supply.
  • Covid affecting global markets, contributing to higher and more volatile prices, increased transport costs and delays in shipping goods.
  • Staff shortages caused by Brexit, Covid and other economic factors.

Planning ahead

But when it comes to Manfred Sauer’s range of continence management/urology products you can breathe a huge sigh of relief. We have stocks of everything. In fact, we can confidently report that we have enough of our products in stock to last for the next 3-6 months based on current demand. And, only last week, we had to outsource some of our warehousing requirements to a local third-party operator, because we ran out of room in our own warehouse to store our latest order which was over 85 pallets in size.

Not just our own products

But it’s not just our own high-quality products that are manufactured in Germany that we have on the shelves. In our free home delivery service division – Manfred Sauer Care – where we dispense our own products, together with all other makes of urology/continence, stoma and wound care products, stocks are consistently good too. This means that we can seamlessly fulfil all your NHS prescriptions promptly and deliver them direct to your door in our discreet packaging.

Only as strong as our weakest link

As a team, we recognised in the first lockdown that there could be possible issues in our supply chain over the coming months. That’s why we worked in close collaboration with our head office in Germany, as well as other continence product suppliers, to protect the welfare of our loyal customers, by securing product levels that matched the demand we knew and predicted. We also were realistic and savvy enough to know that it’s not possible to plan and prepare for every possible scenario, but with careful management we were able to prioritise products that would have the biggest impact.

And whilst some customers stockpiled before the Brexit deadline of 31 December 2000, something that we anticipated in our plans, we are delighted that we have successfully been able to assess risks and put into place controls to prevent supply chain disruptions or weaknesses. This has meant we can continue to:

  • Keep our customers happy
  • Consolidate our professional reputation
  • Report a healthy financial position